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ACGA Open Letter: Strategic Shareholdings in Corporate Japan

Harvard Corporate Governance

Posted by Amar Gill and Kei Okamura, Asian Corporate Governance Association (ACGA), on Thursday, May 16, 2024 Editor's Note: Amar Gill is a Secretary General at Asian Corporate Governance Association and Kei Okamura is a Portfolio Manager at Neuberger Berman and ACGA Japan Working Group Chair. more…)

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The 2023 board agenda

Harvard Corporate Governance

Introduction The more things change… On the board’s agenda first focused on the upcoming year’s “hot topics” in January 2018. [1] We discuss below some of the critical topics that have remained relatively constant in the past five years, as well as new and emerging topics that will likely be on the board’s agenda in 2023.

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On the Audit Committee’s Agenda: What’s on the Horizon for 2022

Harvard Corporate Governance

The impacts of widespread remote work, accelerated digital transformation, and shifts in talent dynamics have been far-reaching, and the full scope of their effects—and related risks—is not yet certain. This post is based on a Deloitte memorandum by Ms. Parsons, Ms. Clemente, and Nidhi Sheth. Introduction.

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Time to rethink talent in the boardroom

Harvard Corporate Governance

Providing interesting work opportunities and workplace flexibility options and developing a workplace culture that instils a sense of belonging are becoming key focus areas. Ultimately, at the center of all this change are the people inside organizations doing the work. This post is based on a Deloitte memorandum by Ms. Iwasaki, Ms.

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Beyond Numbers: Incorporating ESG into International Valuation Standards

IVSC

He has worked as a property professional for over twenty years in a number of different specialisms, including at DTZ where he became an associate director in both their international valuation and international investment teams, focussing on cross border portfolio valuation and investment.

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The Never-Ending Story: CEO Succession Planning

Harvard Corporate Governance

The following is a high-level thematic summary of the Program’s work on succession planning, with a focus on how boards might improve their strategy in this area. The following is a high-level thematic summary of the Program’s work on succession planning, with a focus on how boards might improve their strategy in this area.

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How Gold Medal Boards Prioritize Their Time

Harvard Corporate Governance

The most successful boards not only know this, but they craft their work and interactions to reflect it.” [1] 1] How boards prioritize topics and structure their agendas to focus on future focused, strategic topics is critical. This post is based on a Russell Reynolds memorandum by Mr. O’Kelley, Mr. Fields, Ms.